The document discusses a survey conducted of Harvard graduate students regarding their housing. It provides details on what drives students to continue or stop the survey, perceived merits and shortcomings of the questionnaire. The results of a 2001 survey are also discussed which found cost and location to be more important than space and led to the design of double studio concepts. Recommendations are made that alternative methods like focus groups and interviews could also be used to understand student needs to inform long range planning.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Cottle taylor : Expanding the oral care group in india case studyBonny V Pappachan
This is a case study of cottle taylor discussed in a management class. In this case study , all efforts are being made to solve the case study and all the questions are answered. Hope this would be useful to management students.
Manzana Insurance is the second largest insurance company founded in California in 1902. • They operated through a network of autonomous branch offices in California, Oregon and Washington. Each branch is treated as a separate profit and loss centre. • Manzana does not directly interact with public but instead has its 2000 agents who represents Manzana. • Fruitvale was one of the Manzana’s smaller branches, with 3 underwriting teams and 76 agents. Our case concern is the falling performance and hence the profitability on Property Insurance for this branch.
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Cottle taylor : Expanding the oral care group in india case studyBonny V Pappachan
This is a case study of cottle taylor discussed in a management class. In this case study , all efforts are being made to solve the case study and all the questions are answered. Hope this would be useful to management students.
Manzana Insurance is the second largest insurance company founded in California in 1902. • They operated through a network of autonomous branch offices in California, Oregon and Washington. Each branch is treated as a separate profit and loss centre. • Manzana does not directly interact with public but instead has its 2000 agents who represents Manzana. • Fruitvale was one of the Manzana’s smaller branches, with 3 underwriting teams and 76 agents. Our case concern is the falling performance and hence the profitability on Property Insurance for this branch.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
A4Step 4 in the Hybrid Frameworkmethod as noted may .docxransayo
A
4
Step 4 in the Hybrid Framework
method as noted may relate to several steps depending on its implementation and the depth
of information to be collected. It does not solely live in one house. There is flexibility with
procedures being innovatively employed in a hybrid assessment. Placement is only
suggestive. Table 4.1 includes methods for assessing needs and identifying assets. (For some other
interesting methods, the reader is referred to Stevens and Ortega, 2011.)
Table 4.1 Step 4 in the Hybrid Framework
OVERVIEW
The group has decided to dig deeper into needs and assets/strengths simultaneously and has divided
into two small groups (with five or six people in each) for the tasks at hand. The best place to begin
is with the last activity at the end of Chapter 3. Look at Table 3.3 and the columns added for the
purpose of Step 4.
What do we know, what is missing, and what would we like to know? What new information
would be useful to collect? What questions might it answer? In what sources might it be located,
and how would we access them? What might be the expense (time, funds, people) of getting more
data? Are there inexpensive ways to do so? These are just a few questions to consider. They are
posed with the understanding that a lot is already known about needs and assets from earlier
activities. That is why Table 3.3 is so important. It shows what we have and don’t have. It may take
several meetings to formulate what the group feels is the best direction for in-depth understanding
of needs and assets.
STEP 4. THE NEEDS ASSESSMENT PART—LITERATURE/LOCAL
DOCUMENTATION
One thing that might be done is to return to the literature and local documentation that has been
reviewed. See what is there and find more in archives, at the library, or on the web. Does what we
now have tell us enough? Does it provide ideas about the causes of the needs and ways in which to
resolve them? If new sources are found and voluminous, scanning is appropriate. Read a few
completely to see if they offer anything unique (information is often similar). Note the procedures
used in them to obtain data. If surveys were done, what were the results? What were the items, and
who was surveyed? Are they available for use or adaptation to the current context? What were the
main topics, and how utilitarian were the findings? Were there any recommendations for what to do
the next time needs were to be ascertained? Were any special techniques employed such as
DACUM (Norton, 2011) in a business or industry setting or a Delphi survey (Hung, Altschuld, &
Lee, 2008) of a community or an organization? Overall, what was helpful, and were the results
insightful?
The web is a great resource. It was a large part of the author’s research for this book. He
queried it and reread his own materials in terms of asset/capacity building and needs assessment.
As time passed, his search expanded. Without such access (and the assistance of students and
co.
The carbonated soft drink (CSD's) industry was dominated by Coca Cola and Pepsi vying for market share. The CSD organizations gained market share in the U.S. and in global markets extending their brands’ recognition and capturing sales from new markets. The shift in consumer beverage preference and the expansion into global markets proved to uncover new opportunities for growth and profitability. In addition the changes in the organizational structure of business for these companies have allowed them to sustain growth beyond CSD’s.
Aqualisa Quartz - Simply A Better Shower (HBR Case Study)Arjun Parekh
Probable Solution to HBR Case on Aqualisa Quartz. The Presentation consists of info about Channel Distribution, Development of Quartz Shower Valve, UK Shower Market, Initial Sales Results, 4Ps of Marketing for Aqualisa, A shift in Marketing Strategy.
A4Step 4 in the Hybrid Frameworkmethod as noted may .docxransayo
A
4
Step 4 in the Hybrid Framework
method as noted may relate to several steps depending on its implementation and the depth
of information to be collected. It does not solely live in one house. There is flexibility with
procedures being innovatively employed in a hybrid assessment. Placement is only
suggestive. Table 4.1 includes methods for assessing needs and identifying assets. (For some other
interesting methods, the reader is referred to Stevens and Ortega, 2011.)
Table 4.1 Step 4 in the Hybrid Framework
OVERVIEW
The group has decided to dig deeper into needs and assets/strengths simultaneously and has divided
into two small groups (with five or six people in each) for the tasks at hand. The best place to begin
is with the last activity at the end of Chapter 3. Look at Table 3.3 and the columns added for the
purpose of Step 4.
What do we know, what is missing, and what would we like to know? What new information
would be useful to collect? What questions might it answer? In what sources might it be located,
and how would we access them? What might be the expense (time, funds, people) of getting more
data? Are there inexpensive ways to do so? These are just a few questions to consider. They are
posed with the understanding that a lot is already known about needs and assets from earlier
activities. That is why Table 3.3 is so important. It shows what we have and don’t have. It may take
several meetings to formulate what the group feels is the best direction for in-depth understanding
of needs and assets.
STEP 4. THE NEEDS ASSESSMENT PART—LITERATURE/LOCAL
DOCUMENTATION
One thing that might be done is to return to the literature and local documentation that has been
reviewed. See what is there and find more in archives, at the library, or on the web. Does what we
now have tell us enough? Does it provide ideas about the causes of the needs and ways in which to
resolve them? If new sources are found and voluminous, scanning is appropriate. Read a few
completely to see if they offer anything unique (information is often similar). Note the procedures
used in them to obtain data. If surveys were done, what were the results? What were the items, and
who was surveyed? Are they available for use or adaptation to the current context? What were the
main topics, and how utilitarian were the findings? Were there any recommendations for what to do
the next time needs were to be ascertained? Were any special techniques employed such as
DACUM (Norton, 2011) in a business or industry setting or a Delphi survey (Hung, Altschuld, &
Lee, 2008) of a community or an organization? Overall, what was helpful, and were the results
insightful?
The web is a great resource. It was a large part of the author’s research for this book. He
queried it and reread his own materials in terms of asset/capacity building and needs assessment.
As time passed, his search expanded. Without such access (and the assistance of students and
co.
M&M Project Dec12 Mobile Audience Response Apps in Medical EducationJames Petersen
Presentation about a project undertaken by James Petersen and Dr. Tod Aeby of the UHM School of Medicine to enhance engagement and participation by residents in the weekly Morbidity and Mortality Conference. The use of mobile audience response apps was added to the weekly conference with positive results
Presented at WiLSWorld Workshop Wednesday on August 3rd, 2016 by Joshua Morrill, Senior Information Processing Consultant, UW-Madison
Libraries gather and interpret data for a variety of purposes: to evaluate the content and accessibility of products bought for users, to understand community dynamics and demographics, to identify new services or improvements to existing ones, and much more. In the haystack of numbers available to library professionals, how do we identify the needles, and how do we polish them? This workshop will help you evaluate data quality and communicate it effectively to a variety of stakeholders.
John Grant BETTER human friendly systemsgreenormal
Conference presentation on 'Wellbeing 2.0' the shift from individual education to designing human friendly systems - whether in workplace, markets, supply chains, society...
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
Financial curveballs sent many American families reeling in 2023. Household budgets were squeezed by rising interest rates, surging prices on everyday goods, and a stagnating housing market. Consumers were feeling strapped. That sentiment, however, appears to be waning. The question is, to what extent?
To take the pulse of consumers’ feelings about their financial well-being ahead of a highly anticipated election, ThinkNow conducted a nationally representative quantitative survey. The survey highlights consumers’ hopes and anxieties as we move into 2024. Let's unpack the key findings to gain insights about where we stand.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
Digital Commerce Lecture for Advanced Digital & Social Media Strategy at UCLA...Valters Lauzums
E-commerce in 2024 is characterized by a dynamic blend of opportunities and significant challenges. Supply chain disruptions and inventory shortages are critical issues, leading to increased shipping delays and rising costs, which impact timely delivery and squeeze profit margins. Efficient logistics management is essential, yet it is often hampered by these external factors. Payment processing, while needing to ensure security and user convenience, grapples with preventing fraud and integrating diverse payment methods, adding another layer of complexity. Furthermore, fulfillment operations require a streamlined approach to handle volume spikes and maintain accuracy in order picking, packing, and shipping, all while meeting customers' heightened expectations for faster delivery times.
Amid these operational challenges, customer data has emerged as an important strategy. By focusing on personalization and enhancing customer experience from historical behavior, businesses can deliver improved website and brand experienced, better product recommendations, optimal promotions, and content to meet individual preferences. Better data analytics can also help in effectively creating marketing campaigns, improving customer retention, and driving product development and inventory management.
Innovative formats such as social commerce and live shopping are beginning to impact the digital commerce landscape, offering new ways to engage with customers and drive sales, and may provide opportunity for brands that have been priced out or seen a downturn with post-pandemic shopping behavior. Social commerce integrates shopping experiences directly into social media platforms, tapping into the massive user bases of these networks to increase reach and engagement. Live shopping, on the other hand, combines entertainment and real-time interaction, providing a dynamic platform for showcasing products and encouraging immediate purchases. These innovations not only enhance customer engagement but also provide valuable data for businesses to refine their strategies and deliver superior shopping experiences.
The e-commerce sector is evolving rapidly, and businesses that effectively manage operational challenges and implement innovative strategies are best positioned for long-term success.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
AI-Powered Personalization: Principles, Use Cases, and Its Impact on CROVWO
In today’s era of AI, personalization is more than just a trend—it’s a fundamental strategy that unlocks numerous opportunities.
When done effectively, personalization builds trust, loyalty, and satisfaction among your users—key factors for business success. However, relying solely on AI capabilities isn’t enough. You need to anchor your approach in solid principles, understand your users’ context, and master the art of persuasion.
Join us as Sarjak Patel and Naitry Saggu from 3rd Eye Consulting unveil a transformative framework. This approach seamlessly integrates your unique context, consumer insights, and conversion goals, paving the way for unparalleled success in personalization.
2. QUESTION 1:
What are your feelings, thoughts (e.g., what images come to your mind?) and
emotions as you go along?
What makes you want to stop, what drives you to continue?
What are the merits of this questionnaire?
What are apparent shortcomings?
3. What drives you to
Continue
Survey focuses on straightforward data that are reliable even though they are self-reported.
Experienced as a rewarding journey through housing experience.
A good signal that the administration cares.
Stop
Survey is too long and boring.
Some questions were hard to answer (trade-off questions in section F)
4. Merits of the questionnaire
Survey is thorough.
Survey focuses on straightforward data that are reliable even though they are self-reported.
Careful process integrating results with focus groups for better understanding.
Experienced as a rewarding journey through housing experience.
Very large number of responses.
Segmentation/cross-tabulation of results by graduate school interesting and useful for action.
Replicable over the years for monitoring.
A good signal that the administration cares.
Harvard now has at least some numbers where there were none before.
Simple but useful insights into what students value most (e.g., apartment size secondary as
compared to location and price).
5. Shortcoming
Survey is too long and boring.
Too many factual questions. They should be retrieved from somewhere else using the Student ID number.
Self-selection bias: people who elect to respond the survey are positively pre-disposed towards Harvard real-
estate services.
Some questions were hard to answer (trade-off questions in section F)
The survey makes simplistic assumptions about what drives satisfaction (e.g., location and features, instead
of more sophisticated human factors).
It is not open-ended and fails to create a space where consumers could voice their aspirations.
Will prove useless to address the organizational goal of defeating the private market.
6. QUESTION 2:
When looking back at the 2001 survey, what news
did it produce, what impact did it have? can you
attribute this impact to specific features of the
survey or of the survey design process and
circumstances?
7. RESULTS : 2001 SURVEY
Single students- HPRE dorms; single with children- HPRE apts.; married- private
apts.
Pvt. apts.: More satisfaction for “Real World Feel”
HPRE apts.: Satisfaction for convenience, closeness to friends, and “Harvard comm.
Feel”
Pairwise comparison : Rent (48) vs. Time (52); Space (37) vs. Time (63); Space (28)
vs. Rent (72)
62% walked to school
8. IMPACT: 2001 SURVEY
Per-school basis data, enabled each school to assess habits & expectations of its
population
(Cost, location) more important than space
Led to design of Double-studio concept
Close to schools
Flexible design upgraded to single room apts.
9. CHALLENGES:2005 SURVEY
Allston Initiative
o Vision Allston
o More community spaces and regular activities unlike old graduate apts. Housing
with/without varied school composition
o Types of apts. to build
o Housing with/without varied school composition
Get student data with minute details like dining, Entertainment habits; forms of
socialization
Add/modify/remove questions from 2001 survey to come up with 2005 survey
10. QUESTION 3:
if not a survey, what else would you recommend to
understand the customer in a way that would inform
long range planning of Allston?
